session 607 - hdi/media/hdifusion/files/speaker-handout… · kanban board to ensure that all...
TRANSCRIPT
SESSION 607 Thursday, November 2, 4:00pm - 5:00pm
Track: People, Culture, and Value
What Does It Mean to Be Innovative?
John Custy Managing Consultant, JPC GROUP [email protected]
Session Description DevOps, Agile, IT4IT, Lean: Every organization wants to be innovative, but do they understand true innovation? In this session, you’ll discover the characteristics of an innovative organization, find out what innovation means, and learn the organizational change management techniques management needs to understand to master a culture of innovation.
Speaker Background John Custy is a well-known educator and speaker on service management, with specific expertise in metrics, analytics, service quality, service catalog management, Knowledge-Centered Support, financial management, and problem management. He;s a certified ITIL Service Manager/Expert, a KCS Verified trainer/consultant, an ISO9000 Internal Auditor, and a certified ISO/IEC 20000 Consultant. John received his MA in innovation and technology from Boston University.
Facilitator IntroductionJohn CustyJPC [email protected]
Service Management Practitioner, Consultant and Educator Ron Muns Lifetime Achievement Award IT Industry Legends ITIL Expert & ITIL Service Manager ITIL Intermediate – SS, SD, ST, SO, CSI, OSA, SOA, PPO, RCV, Practitioner DevOps Certified - Instructor KT Certified Instructor ITIL Accredited Trainer KCS Verified Consultant & accredited v6 Trainer ISO/IEC 20000 Consultant ISFS, ISMAS based on ISO/IEC 27002 HDI Faculty & Certified Instructor
25 Service Management Experts to Watch in 201720 Best Service Management People to Follow on TwitterTop 25 Thought Leaders in Technical Support and Service Management20 of the Best ITSM Thought Leaders of 2017
ITSMNinja
johncusty
What is Innovation?
Innovation
What does innovation mean to you?
What does innovation mean to your manager?
What does innovation mean to your organization?
How do you measure innovation?
Can you mandate innovation?
How do you facilitate innovation?
OED Synonyms for Innovation
alteration, revolution, upheaval, transformation, reorganization, restructuring, rearrangement, remodeling, restyling.
Improvement is NOT mentioned
Does change ≡ improvement?
Definition
Innovation - The process of translating an idea or invention (something new or to a change made to an existing product, idea, or field) into goods/services that create additional value for the customer and the company.
Innovation is about remaining relevant. Adapting and evolving to the ongoing changes of customers and organizations.
Innovation is core to the way an organization consistently ensures that value is provided to their customers business or life and consequently their shareholders and stakeholders.
Types of Innovation
Evolutionary innovations (continuous or dynamic evolutionary) are brought about by many incremental advances in technology or processes
Revolutionary innovations (also called discontinuous innovations) which are often disruptive and new.
Imitator innovation is less risk an can be more effective
Don’t confuse innovation with invention. Invention is a device, contrivance, or process originated after study and experiment, usually something which has not previously been in existence something new.
Business Innovation1. Conduct an analysis of the trends in the market environment, your customers’
wants and needs and your competitors.
2. Consult with customers and employees for ideas on improving processes, products and services both internally and externally. Find out more about connecting with customers for ideas.
3. Seek advice. Use available resources such as business advisors, grants and assistance to drive innovation in your business. This may include seeking Intellectual Property (IP) protection to commercialize your ideas. Learn more about local collaboration and international collaboration with researchers.
4. Be open to new ideas and adaptive to change.
5. Develop a strategic, responsive plan, which promotes innovation as a key business process across the entire business. Learn about creating an innovative business culture and developing a strategy for innovation.
6. Train and empower your employees to think innovatively from the top down.
Innovation is Change
Approach: How are you doing it?
Informal Practices that affect values and behaviors
Peoples values
Social norms (expecting people will behave in a particular manner)
Social norms are enforced by people within the organization
Modelling behaviors
Formal Practices that establish rules and procedures
Rules, Systems, Procedures, training manual, programs
Codify what has been informal
Code of Conduct
Source: Karen Ferris Balanced Diversity, A Portfolio Approach to Organizational Change
Intent: What are you trying to accomplish?
Fulfillment Practices targeted at delivering on commitments and initiatives
What we should do – compliance, operational excellence,
Innovation Practices that move the organization further along the path to change
Better or different ways to do things
What we could do – experiment, listen, trying new things
There is tension between Fulfillment and Innovation
Source: Karen Ferris Balanced Diversity, A Portfolio Approach to Organizational Change
Balanced Portfolio Model 4 Quadrants
Fostering Commitment – Identify and reinforce the importance of change Five categories and twenty-two practices
Clarifying Expectations – integrate change into strategies, processes Seven categories and eighteen practices
Building momentum for change Six categories and twelve practices
Instilling capacity for change Two categories and seven practices
20 Categories Learning
Developing
Source: Karen Ferris Balanced Diversity, A Portfolio Approach to Organizational Change
Source: Bertels, Papania & Papania 2010
Source: Karen Ferris Balanced Diversity, A Portfolio Approach to Organizational Change
Building Momentum for Change – Raise Awareness
Raise Awareness Trigger – disrupt the status quo
Visual displays of implication of current behaviors
Experience the undesired behaviors
Experience the desired behaviors
Your actions Use simulations …
Stage one – concrete experience
Stage two – reflective observation
Stage three – abstract conceptualization
Stage four –active experimentation
Frame changes in business terms
Building Momentum for Change - Champion
Champion Build coalitions
Inspire/motivate others
How does change relate to your organization
Change champion teams
Your possible actions Identify Innovation champions
Create the coalition – leaders, managers
Champions need to address passive resistance
Direct the enthusiasm of the champions
Champions must influence
Building Momentum for Change - Invite
Invite Seek opinions
Generate ideas using staff meetings
Use external resources to facilitate employee feedback sessions
Open-ended questions
Identify what employees are proud of
Your possible actions Ask employees what they think is needed
Provide opportunities for visibility to senior management
Determine best methods for feedback Anonymous, staff meetings, crowd-source, using third-party
Self-identified projects, experimentation
Building Momentum for Change - Experiment Experiment
Encourage research and experimentation that is aligned to company values Autonomy – workers and managers develop solutions Allocate time for self-started projects New ways to implement Mix of short-term and medium-term goals Managers enable to use judgement Failures can result in a change in strategy to meet the goals
Your possible actions Identify different ways of doing the job More trial and error Change reporting to outcomes vs. activities
Building Momentum for Change - ReEnvision
ReEnvision Define what innovation (change) means for the organization
Right mix of stakeholders to define what is meant by innovation
Ensure that organizations values are considered
Re-assess if key stakeholders agree on the vision
Your possible actions Ensure steps/milestones to achieve the vision are documented and agreed
Kanban board to ensure that all groups needed for change understand their roles, resources assigned, and timeline understood
Building Momentum for Change – Share
Share Share knowledge internally
Cross functional, interdisciplinary teams
Participate in knowledge-sharing opportunities ISACA, HDI, itSMF, etc.
Your possible actions Ensure your team are cross-functional, interdisciplinary, cross-hierarchical
Are outcomes of innovation clear? Business impact of innovation?
Using collaboration tools – Stride, Slack, MS Team,
Public and private dialogues
Source: Karen Ferris Balanced Diversity, A Portfolio Approach to Organizational Change
Instilling Capacity for Change - Learn Learn
Create processes and mechanisms to gather knowledge and skills related to the area of change
Attend industry events, join user groups, newsletters, blogs, social media Observe competitors Develop multiple, diverse internal and external opportunity networks Understand changes in legislative and regulatory requirements Use focus groups and surveys to gather customer and employee opinions Benchmark
Compare your business processes and performance to industry best practices Benchmark with other organizations (internal & external) Determine the level of transparency that is appropriate Strategic, tactical, operational Use internal resources or an external resources
Celebrating failures will encourage new/different ideas and innovation
Building Momentum for Change - Benchmark
Your possible actions Subscribe to industry publications, social media, books, etc.
Leverage subscriptions for industry analysts
Clear goal for benchmarking Business linkage/alignment clear
not benchmarking to benchmark
One-time or ongoing/periodic
Identify who you will benchmark against
Identify actions and the results resulting from benchmarking
Pilot new initiative (fail-fast)
Non-punitive process for reporting
Reflection (regular reviews)
Building Momentum for Change - Develop
Develop Develop new business processes and services
Develop new services to support innovation
Develop organizational change management capabilities
Analytics, Big Data, Predictive Analytics to support innovation
Your possible actions Analytics to identify correlations
Predictive analytics to support decision making
Knowledge management analytics to support product management decisions
CSI register to identify areas for improvement
Release new services to support business processes
Characteristics of Innovative Organizations
Characteristics of Innovative Organizations
Freedom
Resources
Diverse teams
Support
Encouragement
Challenge
Have goals, get out of the way and reward people for trying.
Mistakes Often Made Company value, but no support for innovation
Companies need to invest in the time, people or money to prototype innovative ideas.
Execution – not just ideas Ideas are easy, fast Asking everyone for ideas, think-outside-the-box Support, budget, resources are needed to realize a solution Not what your company thinks, its what your customers think. Do customers
perceive value?
Telling everyone we need ideas
Great leaders innovate the factory that produces the products/services… (David Burkus, Oral Roberts University)
What is needed Focus on transformation – most often this should be driven by
digitalization and disruption issues
Clear focus – what are you looking to innovate? Why?
Challenge the status quo
Telling employees that “we need more great ideas” or having the dialogue with everyone in the organization about how we can get better at finding, testing, and implementing the great ideas that people are already having?
Long-term investment in culture. Strategy is important, but it is Culture drives most of the decisions (often unconscious) that permeate an innovation organization. New ideas take time, failures (productive), communication, and collaboration.
Fearless people.
What is needed
Formal education Systematic methods of innovation like SIT and TRIZ.
Idea management, idea selection, and pipeline development.
Innovation management viewed as a competency like leadership, problem solving, etc.
Identify the blocks to innovation – remove them
View as value generation, not just engineering product development
The reasonable man adapts himself to the world; the
unreasonable one persists in trying to adapt the world to
himself. Therefore all progress depends on the
unreasonable man. Innovation often starts with something
that annoys you personally and is relevant for you.
Something you personally really want to change, because
you need to. It’s the WHY for innovation.
George Bernard Shaw
Sources & Bibliography
http://innovationexcellence.com/blog/2017/09/09/15-must-watch-ted-talks-on-creativity/
Balance Diversity – Karen Davis https://www.youtube.com/watch?v=9_7-EW017HM
https://www.amazon.com/Balanced-Diversity-Portfolio-Approach-Organizational/dp/0117080608
http://karenferris.com/balanced-diversity-a-portfolio-approach-to-organizational-change/